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A2010-574 Assess- IBM Tivoli traffic Service Manager V6.1 Implementation

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A2010-574 exam Dumps Source : Assess- IBM Tivoli traffic Service Manager V6.1 Implementation

Test Code : A2010-574
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: 129 existent Questions

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IBM Assess- IBM Tivoli Business

Is Nagios The future of Monitoring For IBM i? | killexams.com existent Questions and Pass4sure dumps

November 12, 2018 Alex Woodie

For many years, expertise gurus grew to become to established frameworks from IBM Tivoli, CA, Hewlett Packard, and BMC (“The huge four”) to display screen their hardware and utility stacks. but the open supply world has caught up with these closed monitoring environments, and a mission dubbed Nagios is poised to subsist the go-to platform for IT monitoring, including on IBM i.

Nagios, in case you aren't commonplace, is a free and open source application product that provides monitoring and alerting for servers, community apparatus, purposes, and the array of features that companies more and more rely on. The software –backed by artery of the necessary recursive acronym “Nagios Ain’t Gonna Insist On Sainthood” – became initially developed through Ethan Galstad again in 2002 to race and computer screen Linux programs, which became just tower to obtain headway in commercial enterprise facts centers.

over the years, the C-based software has been extended to assist an array of kick forms, including host substances like processor load, disk and RAM utilization, and system logs for a majority of gauge operating programs, including IBM i. The lively Nagios group has created a stout orbit of Nagios brokers that gain prolonged the framework to an estimated 5,000 contraptions.

Nagios is an open source device that allows for directors to display screen their IT apparatus and applications.

On the network side of issues, Nagios Core (because the open source product is normal) monitors routers, switches, and different equipment, and supports SMTP, POP3, FTP, and SNMP protocols, among others. any far off monitoring will also subsist encrypted, and it additionally presents a plug-in that lets clients create their own displays in quite a lot of languages.

facts gathered by means of energetic and passive Nagios plug-ins is routed into the Nagios server, the dwelling the statistics is sorted and alerts are despatched out. users can devour alerts in a lot of methods, together with via an internet browser, via SMS pagers, and thru e mail. With a simple peer at the Nagios dashboard on a cell, a methods admins can notice if famous servers, method, and functions are alive or lifeless.

The Nagios Core server application also can toil with a “circular-robin database” (RRD) to simplify the storage and querying of time-sequence data. With RRD, admins can dive deeper into Nagios facts and account graphs to notice performance tendencies. And with a cramped setup forward of time, Nagios will also subsist configured to immediately respond to movements as they gyrate up, or boost alerts to other people.

corporations that want greater than what Nagios Core has to proffer can find it from Nagios enterprises, the industrial outfit at the back of the open supply venture. The St. Paul, Minnesota-based business, which employs Galstad, extends Nagios Core with a couple of choices, including Nagio XI, which facets a extra extensible entrance-conclusion and a MySQL-based mostly back-conclusion. Nagios XI additionally brings a much better user suffer with more powerful graphs and improved dashboards.

IBM i consumers can expend Nagios to display screen 15 metrics with the Nagios Plug-Ins for IBM i beta.

regrettably, Nagios enterprises doesn’t aid IBM i. but which you can score a Nagios distribution for IBM i from a bit outfit referred to as international enterprise Machines. In 2017, huge Blue shipped a beta version of an IBM i plug-in designed to feed data from the IBM i sever into the open supply Nagios Core product or Nagios XI.

in response to a developerWorks web page, the IBM i Nagios plug-in collects 15 distinct statistics points from IBM i servers, including things like CPU and disk utilization, ASP utilization, variety of vigorous jobs, and lengthy-working SQL jobs, amongst others. Some of these features are supported by means of SNMP, while others require the open source JTOpen Java toolbox to subsist installed.

The Nagios server itself doesn’t race on IBM i – at the least now not yet. With the Nagios on IBM i plug-in, IBM provides clients with directions on a artery to installation Nagios Core or Nagios XI on a Linux server. Technically, there may soundless subsist nothing stopping from a consumer installing Nagios in a Linux LPAR on the verve methods server – and even for IBM to port the software to the IBM i OS by the expend of PASE – but that has now not came about yet.

IBM makes the case for IBM i shops to obtain expend of Nagios in a PDF presentation on Nagios created by artery of IBM i enterprise architect Tim Rowe and Wang Yun, who developed the Nagios for IBM i plug-in. whereas Navigator for i offers suited coverage of IBM i-centric queues and metrics, that product doesn’t provide valued clientele with any visibility of what’s taking dwelling outside the IBM i device.

clients who purchase Nagios XI can computer screen IBM i metrics graphically.

Nagios, even so, provides administrators and operators with a sole centralized view of any IT assets, Rowe and Yun write. in addition to the core IBM i metrics that at the second are purchasable by artery of the Nagios plug-in, IBM i clients can score style and worn records, as smartly as the flexibility to configure metrics to their liking, no longer to point out the capacity to create their personal customized plug-ins.

IBM isn’t the best enterprise doing Nagios toil on IBM i. a few years in the past, ShapPin Cheng launched a GitHub chore called check_as400 that moved statistics from IBM i server logs into Nagios. seeing that the extensibility and openness of Nagios, it wouldn’t subsist remarkable to peer unbiased software providers within the IBM i group undertake the know-how for their personal methods monitoring offerings.

For now, IBM offers the Nagios plug-in as a beta. Don’t subsist surprised to peer it develop into a completely supported offering within the months to return, chiefly considering the freight for affair that IBM has with open source application at the moment.

linked reports

IBM i efficiency secrets printed

What’s Cooking With IBM i On GitHub?

ASCI Job Scheduler receives Hooks for Nagios


IBM enterprise partners mull benefits, dangers of pink Hat buyout | killexams.com existent Questions and Pass4sure dumps

IBM enterprise companions gain begun recalibrating ideas within the wake of the seller's announcement that it could purchase open supply application supplier crimson Hat.

IBM, which plans to purchase purple Hat for $34 billion, sparked a wildfire of questions this week concerning the destiny of crimson Hat's roadmap and commitment to open supply culture below massive Blue. while IBM pointed out that red Hat would office independently within its hybrid cloud company unit, and preserve its multi-cloud alliances with suppliers such as AWS, Microsoft and Google, overlaps in the companies' portfolios and the nuances around integrating the agencies gain yet to subsist fleshed out. despite the uncertainties, IBM company partners printed they're positive and treasure the main expand the buyout would provide massive Blue in the hybrid cloud market.

"IBM did some analysis, and they faith 80% of ... the commercial enterprise workloads gain not moved to any classification of cloud platform for many motives," talked about Charles Fullwood, senior director of application earnings engineering at favor 3, an reply issuer and IBM and purple Hat associate based mostly in Crofton, Md. "IBM additionally believes that the hybrid cloud market is a few $1 trillion market by means of the year 2020" and the Linux working gadget "is the preponderant platform across the complete cloud industry."

Todd matters, co-founder and chief architect of RackWare, a cloud migration platform company primarily based in Fremont, Calif., agreed. "IBM's expand has stalled in fresh years, but this acquisition might assist leap-birth the enterprise's growth with the aid of giving IBM a piece of the burgeoning hybrid cloud market, pushed by agencies which are switching to multi-cloud and hybrid cloud concepts," he referred to in an electronic mail.

develop opportunities for IBM traffic companions

Fullwood observed the IBM-crimson Hat combo gifts a "colossal probability" in the federal space, which favor 3 goals, and past.

"The enchantment of crimson Hat is very huge," he observed. He added that the acquisition would profit favor 3's federal cloud migration offering, dubbed 'Bridge to the Cloud,' due partly to client pastime within the OpenShift container utility platform, he referred to.

Tim Beerman, CTO of Ensono, a hybrid IT provider and IBM and red Hat confederate headquartered in Downers Grove, ill., talked about he expects IBM will obtain gigantic investment to pace up crimson Hat's research and pile and technology roadmaps.

"we now gain colossal relationships with each [vendors] throughout the total hybrid IT spectrum. I assume where IBM takes the crimson Hat capabilities and brings a few of those capabilities into other IBM services, that may subsist entertaining," Beerman said. "i'm in reality interested to peer the investment IBM goes to most likely pour into crimson Hat to circulate IBM's hybrid account faster however additionally to circulation crimson Hat's capabilities further along instantly, too, as a artery to leverage those."

keeping red Hat's independence

If the crimson Hat acquisition is completed, IBM company companions acknowledged the casual of IBM compromising purple Hat's open source ethos.

I effect not notice primary casual for IBM apart from making unavoidable that they effect not avoid what purple Hat has brought to them. Tim BeermanCTO, Ensono

Fullwood mentioned he would not anticipate IBM to intrude with pink Hat's culture or approach. Citing outdated acquisitions of Lotus, Rational and Tivoli, Fullwood noted that while the vendor typically integrates acquisitions into "the IBM desktop," assimilating pink Hat like previous buyouts would "be a stout culture shock to pink Hat employees" and could create problems.

"If both businesses collaborate ... and catch a peer at to toil collectively, it may also subsist a very potent acquisition," he mentioned.

Beerman, meanwhile, pointed out he equates the buyout to EMC's acquisition of VMware. "it is like a suited acquisition, but VMware soundless had its own independence. They soundless had lots of their partnerships [with EMC's competitors]." He said he predicts IBM to catch a similar strategy: integrate very seamlessly with purple Hat's products, while retaining the enterprise's seller-agnostic strategy to the market.

"I don't notice famous possibility for IBM apart from guaranteeing that they effect not avert what crimson Hat has delivered to them," Beerman talked about.


IBM Buys trusty estate And amenities administration utility enterprise Tririga | killexams.com existent Questions and Pass4sure dumps

IBM is making its first buy of 2011 today with acquisition of existent estate management software developer Tririga. monetary phrases of the deal, which is expected to nearby within the second quarter of 2011, gain been no longer disclosed.

Tririga’s utility helps consumers obtain strategic planning decisions concerning space utilization, evaluate option existent estate initiatives, generate greater returns from capital tasks, and check environmental influence investments. IBM says that property and trusty estate usually represents the second-largest charge on an organization’s salary commentary, after worker compensation. Tririga’s application helps corporations streamlines and reduce these costs.

Tririga’s software is used with the aid of greater than 200 shoppers, together with over one-third of Fortune a hundred firms in addition to seven of the 15 federal govt departments of the U.S. govt.Tririga will subsist built-in into IBM Tivoli software and IBM world enterprise functions.

In 2010, IBM spent roughly $6 billion to acquire 17 companies, so it'll subsist entertaining to peer what acquisition’s are up large Blue’s sleeve in 2011.


A2010-574 Assess- IBM Tivoli traffic Service Manager V6.1 Implementation

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A2010-574 exam Dumps Source : Assess- IBM Tivoli traffic Service Manager V6.1 Implementation

Test Code : A2010-574
Test cognomen : Assess- IBM Tivoli traffic Service Manager V6.1 Implementation
Vendor cognomen : IBM
: 129 existent Questions

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killexams.com is the high-quality and reform artery I actually gain ever stumble upon to do together and skip IT tests. The component is, it offers you as it should subsist and EXACTLY what you necessity to understand for A2010-574 examination. My pals used killexams.Com for Cisco, Oracle, Microsoft, ISC and other certifications, any excellent and valid. Totally reliable, my non-public favorite.


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IBM Spends $400 Million on SAN Intiative | killexams.com existent questions and Pass4sure dumps

News

IBM Spends $400 Million on SAN Intiative
  • By Scott Bekker
  • 03/28/2000
  • IBM Corp. today announced a $400 million initiative to proffer products, services and global and regional testing facilities to the storage belt network (SAN) market.

    Big Blue claims these solutions and services will befriend customers manage information and transactions efficiently across increasingly complex, multi-vendor networks.

    "IBM's SAN initiative is about leveraging every division of the company to deliver on the engage of SANs for their customers -- interoperability between vendor systems and trusty data sharing," said Linda Sanford, general manager, IBM Storage Subsystems Division in a statement.

    As participate of the initiative, IBM (www.ibm.com) is establishing more than 50 SAN Solution Centers with its traffic partners, SAN testing facilities in Montpellier, France as well as in Makuhari, Japan, and a SAN and Storage Services consulting practice within IBM Global Services.

    IBM Global Services is delivering original services to befriend customers implement SANs and other storage solutions. These embrace Enterprise Storage Assessment, Planning and Design Services, Implementation Services, and support Services

    IBM will also proffer products as a result of the initiative, including original models of the Shark Enterprise Storage Server, and original fibre channel-based SAN solutions.

    The original models of its Shark Enterprise Storage Server feature IBM’s 64-bit RISC processor, 16 gigabytes of cache, and additional PCI buses, resulting in up to a 100 percent expand in throughput. Existing Shark customers can upgrade to the original processor to gain performance advantages. The enhanced Shark software will support advanced copy services and native fibre channel connectivity as those features become available.

    IBM is also announcing original enhanced, industry-standard, fibre channel-based routers, gateways, switches and managed hubs that enhance SAN connectivity in an enterprise. In addition, IBM Magstar tape products can now connect in a SAN using the IBM SAN Data Gateway, allowing them to support the sharing of tape drives within a SAN.

    On April 4, IBM’s Tivoli Systems Inc. (www.tivoli.com) will publish Tivoli LAN-free SAN management software, enabling information to subsist shared across different application programs, servers and storage devices.

    IBM also introduced a SAN solution using a cluster of two Netfinity servers with fibre channel connections and Legato Systems Inc. (www.legato.com) mirroring extension software. The cluster can subsist separated by as much as 10 kilometers (6.2 miles). IBM's SAN Fibre Channel Managed Hub creates high-speed interconnections for such applications as high-availability clustering, storage consolidation, and LAN-free backup.

    Industry analysts appraise that by 2002, SANs will subsist used by 70 percent of any medium and large companies. – Thomas Sullivan

    About the Author

    Scott Bekker is editor in chief of Redmond Channel confederate magazine.


    Improving IT Charging Based on Services | killexams.com existent questions and Pass4sure dumps

    This chapter is from the engage 

    IT charging is the process of billing for IT services rendered to internal or external customers. The charging process uses two key sets of information: 1) rates based on accounting information, forecasts of current and future customer demand, and other relevant information; and 2) usage information based on actual measures and estimates. Together, this information is used to create a price, or assessment, for a given service, as shown in figure 4-5.

    Figure 4-5

    Figure 4-5 Charging process develops rates, captures utilization, and results in a charge or assessment.

    Determining Cost focus Charging Methods

    As organizations age from a reactive IT organization to an IT cost center, they develop a standardized freight or assessment framework using a chargeback (or IT costing) model to define available costs associated with its services. Through the progress and population of a chargeback or IT costing model, you will determine your service rates. There are many different definitions of chargeback models, but they combine IT accounting data to determine a service's cost with usage data from capacity management and other processes to develop a price. In an article on CIO.com, titled "Chargeback Demonstrates IT Value in the Enterprise," effect J. Denne discusses a number of approaches to developing chargeback methods.10 They embrace subscription, peak plane usage, user-based pricing, and ticket-based pricing.

    Regardless of the pricing routine you choose, cost centers, by definition, freight an preempt plane of fees for IT products and services to exactly equal the costs incurred by the IT organization to provide these IT products and services, which is considered "break even" from a monetary perspective.

    To befriend you develop your rate and a means for capturing utilization information, they gain summarized a general routine for developing a chargeback model. This routine includes developing a chargeback model to determine the rate; populating the chargeback model with a coalesce of assumptions, averages, and actual costs; and determining utilization, or quantity of services. Developing measures of utilization is a key link to the require management process.

    Develop Chargeback Model to Determine Rate for Each Service

    The cost focus uses the chargeback rate and utilization routine to develop a pricing or assessment routine to recover these costs through a freight or assessment. To determine your service (or chargeback) rate, you should start by creating a chargeback template to determine your cost and populate the chargeback template with expense information. This will befriend you determine the cost of your specific service. Then, based on your pricing decisions and aptitude to determine service utilization, you can determine the rates you will freight for a given service.

    To determine your chargeback rate, you first necessity to know your cost. They recommend that you develop a template for collecting information by service that allows you to provide a top-level summary sheet, while also providing significant detail on specific areas in the services inputs and buildup worksheet.

    The top-level summary sheet can then subsist used as a common language between the traffic unit and IT unit regarding the cost of a specific service. Table 4-6 shows a simple framework to develop the top-level summary sheet. The top-level summary worksheet highlights the unloaded chargeback rate, applicable overhead rates, and published chargeback rate for your services. The unloaded chargeback rate, also often referred to as any direct costs, is the cost without any overhead applied.

    Table 4-6. Top-Level Summary Sheet

    Published Service

    Unloaded Chargeback Rate

    Administrative Overhead Rate

    Published Rate (Rounded)

    Hosting

    $16,428

    5%

    $17,250

    Batch processing

    $2,857

    5%

    $3,000

    Collaboration service

    $3,809

    5%

    $4,000

    This top-level summary sheet is useful to both the IT organization and the traffic group because it:

  • Is simple to understand
  • Demonstrates transparency of overhead costs, which can subsist a contentious issue between traffic units and IT organizations
  • Provides detail to executives who might subsist reviewing their rates and budget
  • Next, the organization should develop a summary of key costs for each service, such as the service inputs and buildup worksheet in Table 4-7. These costs embrace hardware, software staff costs, and other cost types. If an organization has created cost types within its IT accounting practices, these costs should match these types within this sheet. This sheet is censorious for transparency of IT costs and establishes a common understanding with the traffic unit. The traffic unit and the IT department can review the various inputs to a service to determine whether they are necessary.

    Table 4-7. Services Inputs and Buildup Worksheet

    Published Services

    Hardware Cost (Purchase Price)

    Operating System (One-Time Cost)

    Staff Setup Cost

    Annualized Amount (with 3-year Depreciation)

    HW and SW Maintenance

    Annual Staff Cost

    Annual Cost

    Hosting

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $5,000

    $16,428

    Development of enterprise resource planning (ERP) customized application

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $150,000

    $166,428

    As you will notice from Table 4-7, the process can subsist used for transactional services, such as hosting, or project services, such as application development. These buildup worksheets are effectual ways to account for the necessity to capture differences in types of services, infrastructure, networking, and application development. To provide additional detail, you should develop a service-specific worksheet that includes the minute support for your service's inputs and buildup worksheet. Several options to develop these service-specific summary sheets follow:

  • Use worksheet from accounting process: If your accounting process has grouped cost type information according to each service, this sheet can provide this role. For example, this accounting sheet can provide the detail you necessity regarding hardware, software, and personnel costs, which can subsist linked to the services inputs and buildup worksheet.
  • Create original worksheet that includes accounting data and assumptions: Organizations must often obtain a number of assumptions related to key costs. You should account developing a worksheet that includes both accounting data and key assumptions.
  • External contracted (base) costs: The organization should then create a sheet that includes external costs, such as software licenses or vendor cost that are often external to the organization.
  • Internal costs (for example, salary, overhead, and monetary information): This sheet generally includes internal costs, such as overhead, staff time, and other inputs that are internal to the organization. These sheets also summarize service-specific assumptions, such as the staff time allocation cost estimates for staff activities discussed in the basic approaches in the earlier section "Basic Approaches to improve IT Accounting."
  • The structure of these worksheets needs to subsist tailored to your organization. You should structure them based on the information you gain available and the audience that will expend this information.

    Populate the Service Chargeback Model with a coalesce of Assumptions, Averages, and Actual Costs

    After the finance and IT organization complete the chargeback framework, they should then toil together to insert costs into the model. They would like to reinforce their discussion in the accounting section on using estimates, averages, or actual IT expenditures to develop costs. Many cost centers expend assumptions and averages, rather than cost accounting data. For example, instead of listing the exact charge of a server, the IT organization might list an mediocre rate, sometimes referred to as a blended rate. These blended rates are the mediocre of a number of purchase orders to determine the typical cost. Also, instead of exact FTE estimates for system administrators, the organization might develop a blended rate that reflects the mediocre cost of a system administrator.

    In addition to the discussion of estimates, averages, and actual IT expenditure data in the accounting section, they provide key examples of benefits assumptions if actual data is not available:

  • Estimates or averages provide a baseline set of data to continuously improve your chargeback or IT costing model each year. For example, the first year an organization develops a cost model, a large percentage of the data may subsist based on the best assumptions that can subsist made at the time using available source data. However, each year the organization can supplant key data with actual data.
  • Developing a coalesce of estimated and actual data creates a framework for enacting key process improvements. For example, it provides a common framework for the IT and finance departments to participate information. This framework can befriend translate monetary and operational information and befriend both the IT and traffic teams learn.
  • Determine freight or Assessment routine through Standardized IT Pricing Framework

    Reactive IT organizations freight their internal or external customers through corporate overhead allocations rather than direct invoicing. This necessity of transparency in IT budgeting is often viewed as a tax on traffic units and creates resentment by the traffic units. As an IT organization matures to a cost center, it develops a routine to appraise the service's cost and the customer's utilization. This standardized IT pricing framework captures a service's cost and utilization (where appropriate). This framework could also service as the customer invoice. A simple customer template could peer like Table 4-8.

    Table 4-8. IT Pricing Framework for traffic Units

    Published Service

    Service Increment

    Service (or Chargeback) Rate

    Service Utilization

    Total Chargeback Cost (or IT Price)

    Hosting

    Per server

    $12,000

    1

    $12,000

    Batch processing

    CPU second

    $0.3

    10,000

    $3,000

    Collaboration service

    Per site

    $2,000

    2

    $4,000

    Application development

    Per statement of toil (SOW)

    $25,000

    1

    $25,000

    Total

    $44,000

    The previous pricing framework highlights the dissimilarity between transactional services and services, such as application development, that may subsist based on a statement of toil (SOW). The final item, application development, is an instance of a project-based service that employs staff or contracts. Some organizations may catch an SOW approach, in which a defined SOW summarizes that payment that will result from a given set of deliverables, such as the completed application or software package. Alternatively, you could develop a per-hour rate for application developers and freight the customer this hourly rate.

    After the IT organization has developed a framework, it should expend this as a implement to engage its customers in a discussion of the charging process. These initial discussions will foster acceptance of this framework within the organization. The organization can then develop the inputs to the framework including the service (or chargeback) rate and the service utilization.

    Determine Utilization or Quantity of Services

    Because the IT organization has established its costs, it now needs to toil with its existing customers to project out the near term the expected require for each IT product and service, measured in projected quantity of IT products and services; to establish the projected overall demand, and to develop pricing for each IT product and service offered using project require as a key assumption.

    To recover costs, you must develop an accurate measure of the quantity of services used by a customer or service. The cost focus often uses actual measures and estimates to measure the quantity of resources used by each customer. As with expenditures, you should expend automated tools to collect actual costs of service utilization data whenever possible. Following is a summary of three methods to measure utilization:

  • Metered usage: When the utilization can subsist precisely measured, the organization generally uses metered usage. This routine is based on actual utilization, whereby the organization automates the collection of quantity of resources used by each consumer based on the agreed-upon metric. For more service-based estimates, this may embrace a time tracking system to track the time of application developers.
  • Fixed- or user-cost approach: Many cost centers may also settle to simply divide a service's cost by this forecasted quantity to develop a unit price. This process, referred to in ITIL as fixed or user costs, is one of the most simplistic methods for determining pricing. This fixed charge could embrace a subscription to expend a specific quantity of services. The more accurate the require forecast, the fewer risks the IT organization will incur a budget shortfall. This fixed-cost approach can also subsist used if an SOW specifies a specific charge for a specific output, such as the progress of a original ERP system.
  • Tiered utilization: A hybrid approach includes tiered utilization, whereby an organization measures utilization of a specific service and groups customers into tiers. This utilization data may subsist gathered through either a require management or capacity management process under ITIL. The expend of an automated implement often supports this application because one routine to stratify the pricing of multiple tiers of IT product and service offerings is based on utilization versus resources.

    Developing tiered utilization can subsist combined with tiered rates, in which the IT organization offers tiers of IT products and services, such as stratifying storage into managed and basic storage. In other cases, the organization will proffer premium and gauge levels of support. Accurately presenting the tiers of IT products and services will befriend to clarify the pricing for internal and external IT customers.

  • Improving Your Charging Process to Become a Profit focus or traffic Partner

    To improve the charging process as the organization views IT as a positive ROI or a traffic partner, the IT organization captures more accurate usage and cost information, often using automated tools that track IT resources and link them to their costs. The IT organization also develops linkages with other ITIL processes to considers as it develops rates. For example, it effectively values services and develops pricing in concert with the IT service catalog and aligns its expenditures to the service levels outlined in the service plane agreements (SLAs) developed through the service plane management process. This process is discussed later in this chapter.

    Many IT organizations also expend chargeback models to charge selected IT products and services, typically limited to the IT products and services provided in their IT service catalog. The cost analysis supporting the progress of a chargeback model also provides operational information that IT organizations can expend to manage their resource consumption, resulting in continuous improvement in IT operations.

    Improve Your Service or Chargeback Rate to improve Service and Lower Costs

    To improve service or chargeback rate, your organization should expend only exact costs to develop its IT costing model. The IT accounting process should provide exact costs that can subsist leveraged in the IT costing model. For example, the service-specific sheets discussed in the previous section should just subsist outputs of the IT accounting process. This data provides the organization with a trusty understanding of the provisioning value (or the cost) of each service. As a result, the organization can conduct service provisioning optimization activities to benchmark its costs against competitors.

    As your charging and pricing process becomes more advanced, your organization's charge per billable unit recovers your full cost and a surplus amount that is the hurdle rate, which is discussed earlier in the chapter. For example, if your hurdle, or discount rate, was 5 percent, your IT charge would subsist 5 percent above the cost of your service. This pricing routine subjects your IT services to the identical project standards commonly used in other monetary initiatives.

    To improve service, an organization should link charging to the various internal contracts between the IT organization and its customers (SLAs) and internal contracts between organizational units within the IT organization (operation plane agreements, OLAs) discussed in Chapter 2. This linkage helps the IT organization to clearly establish the value of its services to its customers. For example, if a customer would like more backups or quicker response time than the organization typically offers, the organization may want to develop a pricing mechanism to recover these costs.

    Implement Automated Tools to Monitor Resources, Costs, and Utilization

    To improve service, the organization should also freight customers for usage, rather than approximate consumption. As an IT organization matures from a cost focus to viewing IT as an ROI or traffic partner, the IT organization often implements an automated solution to identify and monitor IT customers' utilization. These high-performing organizations often vein toward resource-based chargeback software. There are a number of automated monetary management tools. For example, figure 4-6 summarizes how the IBM Tivoli IT Usage and Accounting Manager (TUAM) provides an IT organization with the capability to automatically monitor a given IT asset and refer this asset to a given traffic unit.

    Figure 4-6

    Figure 4-6 Automated tools can link IT resources, costs, and utilization data.

    Automated tools that link the IT traffic office with the IT operational assets can subsist powerful enablers of age IT monetary management practices, providing the IT organization with resource-based charging capabilities. Automated tools provide the IT organization with the potential to know the exact costs of any IT asset, tie this cost with the IT organization's service catalog, and evaluate IT spending based on exact costs.

    However, implementing these tools can subsist challenging. As with any involved software implementation, the initial and ongoing costs can subsist substantial. Moreover, even if the IT organization implements these solutions effectively, the hardship of applying them effectively can subsist substantial. The culture of the IT organization has to notice the ongoing value of age IT monetary management practices and incorporate monetary discipline into daily IT operations.


    IBM Introduces original RFID Services | killexams.com existent questions and Pass4sure dumps

    By Jonathan Collins

    Sept. 15, 2003 - IBM today introduced an RFID service to befriend retailers and consumer packaged goods companies deploy RFID technology for advanced product tracking and inventory control. The company says it has the integration suffer and well-established middleware applications to link RFID systems to existing enterprise software applications.

    "There are a lot of niche players in the market, and customers gain been looking for a full technology provider," says Faye Holland, worldwide RFID leader for IBM Global Services. "IBM has been supporting RFID for years, but now they are at a stage where they gain a tried-and-tested robust solution."

    IBM's RFID offering comprises consulting and implementation services, as well as specialized software. It has developed a three-phase approach. aspect one includes consulting and progress of the traffic case for RFID. Although conditional on the scope a company's plans, IBM estimates this will cost its customers from $200,000 to $500,000.

    Phase two involves deploying a 12-week pilot. Pricing, again, depends on scope, but IBM estimates that aspect two will cost less than $1 million. The final aspect is the full rollout of the RFID system. Here, too, the cost is based on the size of the company and the extent of the implementation.

    IBM believes its existing middleware and backend infrastructure—WebSphere Application Server, DB2 Information Integrator database, Tivoli Access Manager and WebSphere Portal Server—will serve as a platform for an RFID deployment. "These enterprise class applications gain proven capability and can now subsist linked to understand data from tags and readers from a orbit of vendors," says Holland.

    IBM is teaming with Philips Semiconductors and Intermec for specific technologies and services. Holland says it will also confederate with Alien Technology, Matrics, Retek, Trigo and Verisign to ensure it can proffer a broad portfolio of RFID solutions.

    Kimberly-Clark has hired IBM to befriend develop an end-to-end assessment of the specific costs and benefits in adopting Electronic Product Code technology for its products and traffic processes as well as integrating one of its key customers into the analysis. Mike O'Shea, director of corporate AutoID/RFID strategies and technology at Kimberly-Clark, says IBM brought a unique blend of traffic consulting and technology expertise to the planning.

    IBM says its research division is working on a project with select customers to develop a high-level architecture for EPC technology, which should provide a road map for CPG and retail firms to enhance and expand their initial implementations.

    RFID Journal Home

    Only three weeks left until the first RFID Journal University in San Francisco. Seats are limited. To register delight visit RFID Journal University



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